Shorten inbound transit time. Free working capital sooner.

Find where days disappear between plant and DC, intervene before delays compound, and shorten the time inventory spends trapped in transit.

How can companies reduce inbound supply-chain cycle time?

First, make every leg of the cycle measurable.

Gnosis Freight timestamps container movement from Goods Issued through Goods Received and combines planned and live milestones across terminals, rail, drayage, holds, appointments, and yards.

That makes it possible to see which leg is adding time and intervene before a few lost hours become several lost days.

Nine lanes. Eight days faster on average.

A global tire OEM analyzed 10,125 shipments over 15 months.

All nine factory-to-DC lanes improved. Average cycle time fell by eight days, or 19% of baseline transit time. The strongest-performing lane eliminated 15 days, or 37% of its original cycle.

The hidden cost of one more day

Once inventory has been purchased, every additional day in transit represents capital the business cannot use elsewhere.

But large import networks rarely have one obvious bottleneck. Time disappears across plants, ports, rail moves, appointments, yards, and distribution centers.

Averages hide those differences. Lane-level cycle data exposes them.

Turn transit time into a controllable metric

Measure the complete cycle.

Every container receives consistent Goods Issued and Goods Received timestamps.

Compare plan to reality.

Contractual and planned milestones sit beside live operational milestones so teams can see exactly where performance diverges.

Catch delays early.

Holds, appointment gaps, and yard issues surface while teams can still act.

Improve the planning model.

Reliable, milestone-driven ETAs make it possible to shorten planning buffers without simply increasing stockout risk.

Translate days into dollars.

Dashboards convert days removed into inventory-days freed so Finance can connect operational improvement to working capital.

Why eight days matters

Shorter, more predictable transit allows planners to hold smaller safety buffers and frees capital that would otherwise sit on shelves or in transit. Earlier warehouse arrivals can also improve order fulfillment and reduce the need for expedites.

This is the real idea behind goods to cash: not simply moving freight faster, but reducing the amount of time capital is trapped between purchase and productive use.

Find the days hiding inside your inbound network.

See where your longest lanes lose time and what those days are worth to the business.

Build the business case with Gnosis →

Frequently asked questions about reducing inbound transit time

How can companies reduce inbound transit time?

Companies first need to see where time is being lost across the complete inbound journey. Gnosis Freight compares planned and live milestones across terminals, rail, drayage, holds, appointments, and yards so teams can identify delays and intervene before they compound.

How does reducing transit time improve working capital?

Shorter transit means inventory spends fewer days tied up between purchase and receipt. More predictable transit can also allow planners to reduce safety-stock buffers instead of holding additional inventory to compensate for uncertain lead times.

How much inbound transit time can be removed?

Results vary by network and lane. In this case study, nine factory-to-DC lanes improved by an average of eight days, or 19% of baseline transit time. The largest improvement was 15 days, or 37% of the lane’s original cycle.

How can logistics teams identify where transit delays occur?

Gnosis Freight places planned and live milestones side by side so teams can see where actual movement diverges from the plan. Holds, appointment gaps, and yard status can then be surfaced as exceptions while there is still time to respond.

Can better freight visibility help reduce safety stock?

More predictable transit can give planners greater confidence to shorten lead-time buffers without simply increasing stockout risk. The case study specifically identifies smaller safety buffers as an outcome of shorter, more predictable transit.

What does “goods to cash” mean in this case study?

Here, goods to cash refers to reducing the time inventory spends moving from Goods Issued at the plant to Goods Received at the destination. Shortening that cycle can free working capital earlier, reduce inventory carrying costs, and help products become available to fulfill customer orders sooner.